Cases in Construction Management by W.J. Slater

By W.J. Slater

Written by way of the country's major authority on development administration education, this booklet offers useful examples of development administration difficulties and the way to accommodate them.

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Qualified Accountant. Very thorough, will not make a decision unless he has all the facts in front of him. Dull personality. Excellent knowledge of Financial Management. Very hard worker. Invariably works late. Good organising ability. Has some good commercial ideas. Technical Director Age 50. Married, no children. Poor basic education. Good knowledge of plant, served Apprenticeship as a fitter and became Salesman. He had a lot of success as a Salesman but would have difficulty controlling a sales force.

No, we always take an extra months credit. 6. —Not always but generally. Whaty would you do. Your report should indicate the points you would look for on site where material could possibly be wasted. Case 5 THE SCOTT CASE In a company which specialises in the construction of flats, houses and general building work, Ronald Scott has recently been promoted to the position of General Construction Manager. He is in charge of seven contracts in the Birmingham area and all of the Regional Managers. The Construction Division is part of a National Company which also has interest in plant hire, builders’ merchants, portable site accommodation, pressure jetting and joinery.

Case 35 Bill Jones, lorry driver, had been repeatedly told about the securing of equipment on his lorry but was inclined to ignore the advice. He was generally, otherwise, a good worker. He was delivering a large pump to a construction site one day when it fell off the wagon doing £500 worth of damage. On instruction from the manager the foreman gave the driver one weeks notice. He finished work right away and went home. Later he was paid for that week and also given two weeks pay in lieu of notice.

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